The Opportunity

By comparison, yesterday's "talent wars" appear little more than a friendly playground scuffle. In other words, if you think finding and retaining talent has been difficult in the recent past ... you ain't seen nothing yet!

What can you do about it? Unless you want to be drowned by the metaphorical wall of water that is bearing down on us, doing nothing or living with processes that need fixing makes little sense. In that meaningful action is invariably the by-product of a well thought through question; considering the following is probably a good place to start. 

  1. Can you put your hand on your heart and say that your organization's hiring process is absolutely best-in-class? Note: if the individual responsible for talent management isn't a part of the top team, you have work to do.
  2. It's the quality of your organization's story1 that attracts talent; does your firm have a compelling story? If a candidate meets several people during the hiring process, do they all share the same story? No less important, is the story complemented by speed of action throughout the hiring process?
  3. Are all those involved in the hiring process fully trained in behavioral interviewing?  If not, when will that training start?
  4. Is the business currently looking for talent in places you haven't looked before? And if so, where?
  5. Does your organization see leadership development as a business imperative? How could today's approach be taken to the next level?
  6. Is coaching a way of life in your organization? Are you personally a masterful coach?
  7. Does your firm provide an opportunity for employees at all levels to enter into an open and action-laden conversation about what they need from the organization? Note: this means going well beyond the typical engagement questionnaire. It is ironic that much of the work referred to as "engagement" doesn't actually engage employees.
  8. Are you striving to make your own team's work experience more fulfilling? Simplifying processes, enriching and enlarging jobs, facilitating movement between roles, and increasing employment flexibility should take center stage.

These questions will hopefully kick-start initial actions, but should not be considered anything like a complete list. We know that people are attracted to an organization by the vibrancy of its story, and that people leave when they feel they are not valued. Other aspects of the attraction/retention equation include a sense of personal growth, knowing what's going on, role fit, challenging work, the freedom to act, being part of a successful team, feeling that the pay is fair, the quality of leadership inside the business, regular feedback, the reputation of the product and/or service provided, and something that is often forgotten: people want to work for an organization that cares. When all is said and done, however, the single most powerful retention tool in any leader's behavioral arsenal is simply catching ‘em doing it right!

As a final thought and daunting as the prospect might be, when we look back five years from now, from a talent management perspective, the evidence suggests we will describe today as "the good old days." This is an excerpt from John O. Burdett's article entitled The Perfect Storm.

EXAMPLE 1

This is a newly created position with VPS. Given the company's aggressive growth plan and management's desire to transition in to Generation Two Leadership, this is a tremendous opportunity for the right individual to build and lead an organization toward world-class status in a sector where no such player exists. This person will also be considered to replace the incumbent chief executive officer upon his retirement. The vice president client support will be very visible in the supermarket community and will have an opportunity to build life-long relationships among the industry's leadership.

This is a superb opportunity for a consummate leader with a passion for success within the supermarket industry and at the retail unit level. For those who tend to reject big company constraints, politics and limitations in favor of a smaller, faster more nimble organization dedicated to integrity, professionalism, respect,  exceeding client expectations, win-win relationships and doing the next right thing. It will also be attractive to those who enjoy working a good part of their time with their clients in the day-to-day retail environment. 

EXAMPLE 2

The next CEO of Woodland Blinds will be a transformational leader responsible for moving the company to the next phase in its evolution. The CEO's primary mission will include developing strategic sales & marketing plans and establishing the sales organization to implement it. This is an ideal position for a consummate leader and general manager with a penchant for sales and marketing.

This is a hands-on function, requiring the energy and enthusiasm to deal with the mundane and the intellect and imagination to work in the abstract.....an opportunity to have ongoing meaningful impact on the direction and results of the company. 

The successful candidate will be entrepreneurial by nature, with a participative management and leadership style and will take an aggressive approach to the growth and development of the company. The next CEO will be capable of developing strategies to successfully launch new products; identify and develop new sales channels while expanding the existing channels; and broaden the customer base. Good general business judgment, not just financial acumen will be essential for success.

Our client is most interested in candidates who bring a firm grasp of general business principles, strategy, and complete knowledge of manufacturing practices where labor intensity is the norm. The CEO must possess the ability to command respect through presence, business knowledge, and a practical understanding of the business.

Remember that I am recommending that you do everything in your power to sell your opportunity and not the candidate. Most job or opportunity descriptions fail to answer the "so what?" question; which is why I should consider leaving my cushy position at your biggest competitor to come join you. At the end of the day, you are looking for a leader who fits. You are looking for a leader who wants to be a part of what you're doing. You are looking for a leader ready, willing and able to take you where you want to go. You're looking for a leader who shares your values, your attitudes and has career aspirations in alignment with your plan. You are trying to fill your slot with the very best A Player available and potentially interested in your opportunity, for all of the right reasons.

Without a compelling opportunity statement, you are depending on compensation to lure your next CEO. If compensation is your only vehicle for recruiting at this level, you will almost certainly attract the very best of the displaced, underperforming and disgruntled.